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Preface

Uganda’s Plan for Modernisation of Agriculture, PMA, was issued in 2000, after a long and inclusive consultative process, and it has been implemented since 2001. The PMA is an integral part of the strategies of the national Poverty Eradication Action Plan, PEAP, and contributes directly to two of the four overarching PEAP goals: (1): rapid and sustainable economic growth and structural transformation, and (3): increased ability of the poor to raise their incomes. The vision of the PMA is to eradicate poverty through a profitable, competitive, sustainable and dynamic agricultural and agro-industrial sector. The mission is clearly and briefly defined as transforming subsistence agriculture to commercial agriculture. The PMA is not in itself an investment plan. Rather it defines the visions, and the principles and strategies which Central Government, Local Councils and farmers/rural households may apply to develop policies and investment plans that are relevant for improving agriculture-based livelihoods. The specific objectives of the PMA are to: (i) increase the income and quality of life of rural households; (ii) improve household food security through the market; (iii) generate gainful employment; and (iv) promote sustainable use and management of natural resources.

The PMA applies a decentralised and participatory approach to planning and service delivery and is implemented within the decentralised administrative and political framework of Uganda, i.e. the responsibility for implementation of activities in the field lies with districts and sub-counties. However, at the central level, a quite comprehensive institutional architecture has been set-up: a PMA Steering Committee, chaired by the Ministry of Finance, Planning and Economic Development, providing the overall coordination and guidance, while a wider PMA Forum of stakeholders is used to exchange views and follow the implementation. Several Sub-Committees of the Steering Committee have been established to address specific aspects of the PMA, including a Monitoring and Evaluation Sub-Committee. To support the implementation, a separate PMA Secretariat has been established.

A number of development partners are providing financial support specifically for implementation of the PMA, using various aid modalities such as general budget support, earmarked budget support, sector programme support and project aid. The donor PMA subgroup comprises 20 development partners who have signed up to the PMA principles, the major ones being the European Union, Denmark, Ireland, IFAD, African Development Bank, United Kingdom and the World Bank.

Joint Annual Reviews are an integral feature of monitoring the PMA implementation, and four Reviews have been regularly carried out since PMA inception in 2001. The Review of August 2003 recommended improvements in the monitoring and evaluation framework, and a joint evaluation to be undertaken during 2004-05 to provide input to form the basis for the Joint Annual Review in September 2005. Accordingly, in July 2004 the Steering Committee endorsed the Terms of Reference for a Joint Evaluation to be overseen by an Evaluation Management Committee, chaired by Dr. Godfrey Bahiigwa, Economic Policy Research Center.

On behalf of the PMA partners, the Danish Ministry of Foreign Affairs, Danida, funded and commissioned the Evaluation in February 2005 to the consultant Oxford Policy Management, United Kingdom. The Evaluation team, led by Dr. Ann Thomson, undertook desk studies and presented the Inception Report in Kampala in March, while theextensive field work in eight districts of Uganda was implemented during April-June, before the draft report was discussed with the Management Group, and submitted to the PMA Steering Committee in August. As such, the aim of providing substantial input to the fifth Joint Annual Review by 15 September 2005 was timely and successfully achieved.

The Evaluation aimed at assessing the experiences of the PMA since 2001, and specifically asked to address the validity of the original PMA concept, and its strengths and weaknesses; how well it has performed since 2001, in terms of achieving outcomes and objectives; and to suggest, where relevant, options for improving management and performance. A number of key recommendations and lessons learnt are highlighted by the Evaluation as undertaken by the international consultant team. It should be noted, that while the draft report has been commented upon by the development partners and stakeholders the responsibility of the analysis and the conclusions of the Evaluation rests with the evaluation team. However, we would like to express our thanks to all individuals and officials for the support and valuable information which the team received and which highly facilitated the work of the Evaluation.

This report is the final Evaluation Report of the findings and recommendations of the Evaluation. The Annexes A and B are contained in the attached CD-Rom. The Evaluation Report, including annexes, is also available from the website of Danida’s Evaluation Department http://www.evaluation.dk and from the PMA website http://www.pma.go.ug

Danida’s Evaluation Department
November 2005




This page forms part of the publication 'Uganda’s Plan for the Modernisation of Agriculture' as preface

Publication may be found at the address http://www.netpublikationer.dk/um/6207/index.htm

 

 
 
 
 
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